Management 202 Final Exam

A term often used to describe someone who is a long-term but part-time hire is ________ worker. (a)contingency (b)virtual (c)flexible (d)permatemp

(d)permatemp

2. Leader power = ________ power + ________ power. (a)reward, punishment (b)reward, expert (c)legitimate, position (d)position, personal

(d)position, personal

In Maslow's Hierarchy of Needs Theory, psychological, safety and social needs are: Entry field with correct answer higher-order needs. not important needs within the Hierarchy of Needs Theory. lower-order needs. less important needs than higher order needs. within the self-actualization category.

lower-order needs.

Consultative decision

made by leader after getting group's input

Authority decision

made by leader then communicated to group

Team decision

made by team members

• Job Sharing

splits one job between 2 people

Contingency approaches

state that different leadership styles are more effective in different situations

Interactive leaders-

strong communicators and act in democratic/participative ways with followers

Job analysis

studies what is done in a job and why

organization structure

system of tasks, reporting relationships, and communication linkages

Job specifications

required qualifications of job holder

The "two-boss" system of reporting relationships is found in the ________ structure. (a)functional (b)matrix (c)network (d)product

(b)matrix

The Age Discrimination in Employment Act prohibits discrimination against persons ________. (a)40 years and older (b)50 years and older (c)65 years and older (d)of any age

(a)40 years and older

Affirmative action

requires employers to take positive steps to guarantee equal employment opportunities

________ is the system of tasks, reporting relationships, and communication that links together the various parts of an organization. (a)Structure (b)Staff (c)Decentralization (d)Differentiation

(a)Structure

Human resource management is the process of ________, developing, and maintaining a high-quality workforce. a)attracting (b)compensating (c)appraising (d)training

(a)attracting

. When someone has a high and positive "expectancy" in the expectancy theory of motivation, this means that the person ________. (a)believes he or she can meet performance expectations (b)highly values the rewards being offered (c)sees a link between high performance and available rewards (d)believes that rewards are equitable

(a)believes he or she can meet performance expectations

The ________ purpose of performance appraisal is being addressed when a manager describes training options that might help an employee improve future performance. (a)development (b)evaluation (c)judgment (d)legal

(a)development

An employee with domestic problems due to substance abuse would be pleased to learn that his employer had a(n) ________ plan to help on such matters. (a)employee assistance (b)cafeteria benefits (c)comparable worth (d)collective bargaining

(a)employee assistance

5. The functional chimneys problem occurs when people in different functions ________. (a)fail to communicate with one another (b)try to help each other work with customers (c)spend too much time coordinating decisions (d)focus on products rather than functions

(a)fail to communicate with one another

The critical contingency variable in the Hersey-Blanchard situational model of leadership is ________. (a)followers' maturity (b)LPC (c)task structure (d)LMX

(a)followers' maturity

An organization chart showing vice presidents of marketing, finance, manufacturing, and purchasing all reporting to the president is depicting a ________ structure. (a)functional (b)matrix (c)network (d)product

(a)functional

The interactive leadership style, sometimes associated with women, is characterized by ________. (a)inclusion and information sharing (b)use of rewards and punishments (c)command and control (d)emphasis on position power

(a)inclusion and information sharing

The personal traits now considered important for managerial success include ________. (a)self-confidence (b)gender (c)age (d)height

(a)self-confidence

. A leader who ________ would be described as achievement-oriented in the path-goal theory. (a)sets challenging goals for others (b)works hard to achieve high performance (c)gives directions and monitors results (d)builds commitment through participation

(a)sets challenging goals for others

When a job is redesigned to allow a person to do a whole unit of work from beginning to end, it becomes high on which core characteristic? (a)task identity (b)task significance (c)task autonomy (d)feedback

(a)task identity

In Fiedler's contingency model, both highly favorable and highly unfavorable leadership situations are best dealt with by a ________ leader. (a)task-motivated (b)laissez-faire (c)participative (d)relationship-motivated

(a)task-motivated

In the leader-behavior approaches to leadership, someone who does a very good job of planning work, setting standards, and monitoring results would be considered a(n) ________ leader. (a)task-oriented (b)control-oriented (c)achievement-oriented (d)employee-centered

(a)task-oriented

A typical compressed workweek schedule involves 40 hours of work done in ________ days. (a)3 (b)4 (c)5 (d)a flexible number of

(b)4

________ leadership model suggests that leadership style is strongly anchored in personality and therefore hard to change. (a)Trait (b)Fiedler's (c)Transformational (d)Path-goal

(b)Fiedler's

When leader behavior researchers concluded that "high-high" was the pathway to leadership success, what were they referring to? (a)High initiating structure and high integrity. (b)High concern for task and high concern for people. (c)High emotional intelligence and high charisma. (d)High job stress and high task goals.

(b)High concern for task and high concern for people.

Which of the following is a correct match? (a)McClelland—ERG theory (b)Skinner—reinforcement theory (c)Vroom—equity theory (d)Locke—expectancy theory

(b)Skinner—reinforcement theory

The main purpose of organizing as a management function is to ________. (a)make sure that results match plans (b)arrange people and resources to accomplish work (c)create enthusiasm for the work to be done (d)match strategies with operational plans

(b)arrange people and resources to accomplish work

A ________ is a criterion that can be legally justified for use in screening candidates for employment. (a)job description (b)bona fide occupational qualification (c)job specification (d)BARS

(b)bona fide occupational qualification

When a team leader is required to rate 10% of team members as "superior," 80% as "good," and 10% as "unacceptable" for their performance on a project, this is an example of the ________ approach to performance appraisal. (a)graphic (b)forced distribution (c)behaviorally anchored rating scale (d)realistic

(b)forced distribution

3. Rumors and resistance to change are potential disadvantages often associated with ________. (a)virtual organizations (b)informal structures (c)delegation (d)specialized staff

(b)informal structures

. The expectancy theory of motivation says that motivation = expectancy × ________ × ________. (a)rewards, valence (b)instrumentality, valence (c)equity, instrumentality (d)rewards, valence

(b)instrumentality, valence

A manager who says "Because I am the boss, you must do what I ask" is relying on ________ power. (a)reward (b)legitimate (c)expert (d)referent

(b)legitimate

9. Better lower-level teamwork and more top-level strategic management are among the expected advantages of a ________ structure. (a)divisional (b)matrix (c)geographical (d)product

(b)matrix

Job descriptions

responsibilities of job holder

The bureaucratic organization described by Max Weber is similar to the ________ organization described by Burns and Stalker. (a)adaptive (b)mechanistic (c)organic (d)adhocracy

(b)mechanistic

"Tall" organizations tend to have long chains of command and ________ spans of control. (a)wide (b)narrow (c)informal (d)centralized

(b)narrow

An organization that employs just a few "core" or essential full-time employees and outsources a lot of the remaining work show signs of using a ________ structure. (a)functional (b)network (c)matrix (d)mechanistic

(b)network

House's ________ theory of leadership says that successful leaders find ways to add value to leadership situations. (a)trait (b)path-goal (c)Transformational (d)life-cycle

(b)path-goal

When a team member shows strong ego needs in Maslow's hierarchy, the team leader should find that ________ will be motivating to him or her. (a)alternative work schedules (b)praise and recognition for job performance (c)social interactions with other team members (d)easy performance goals

(b)praise and recognition for job performance

The current trend in the use of staff in organizations is to ________. (a)give staff personnel more authority over operations (b)reduce the number of staff personnel (c)remove all staff from the organization (d)combine all staff functions in one department

(b)reduce the number of staff personnel

When a leader assumes that others will do as she asks because they want to positively identify with her, she is relying on ________ power to influence their behavior. (a)expert (b)referent (c)legitimate (d)reward

(b)referent

In goal-setting theory, the goal of "doing a better job" would not be considered a good source of motivation because it fails the test of goal ________. (a)acceptance (b)specificity (c)challenge (d)commitment

(b)specificity

________ programs are designed to ensure equal employment opportunities for persons historically underrepresented in the workforce. (a)Realistic recruiting (b)External recruiting (c)Affirmative action (d)Employee assistance

(c)Affirmative action

________ is a positive reinforcement strategy that rewards successive approximations to a desirable behavior. (a)Extinction (b)Negative reinforcement (c)Shaping (d)Merit pay

(c)Shaping

A student volunteers to gather information on a company for a group case analysis project. The other members of the group agree and tell her to go ahead and choose the information sources. In terms of delegation, this group is giving the student ________ to fulfill the agreed-upon task. (a)responsibility (b)accountability (c)authority (d)decentralization

(c)authority

A manufacturing business with a functional structure has recently developed three new product lines. The president of the company might consider shifting to a(n) ________ structure to gain a stronger focus on each product. (a)virtual (b)informal (c)divisional (d)network

(c)divisional

Lower-order needs in Maslow's hierarchy match well with ________ needs in ERG theory. (a)growth (b)affiliation (c)existence (d)achievement

(c)existence

B. F. Skinner would argue that "getting a paycheck on Friday" reinforces a person for coming to work on Friday, but it does not reinforce the person for having done an extraordinary job on Tuesday. This is because the Friday paycheck fails the law of ________ reinforcement. (a)negative (b)continuous (c)immediate (d)intermittent

(c)immediate

In human resource planning, a(n) ________ is used to determine exactly what is done in an existing job. (a)critical-incident technique (b)assessment center (c)job analysis (d)multiperson comparison

(c)job analysis

Which type of organization design best fits an uncertain and changing environment? (a)mechanistic (b)bureaucratic (c)organic (d)traditional

(c)organic

Which phrase is most consistent with a recruiter offering a job candidate a realistic job preview? (a)"There are just no downsides to this job." (b)"No organization is as good as this one." (c)"There just aren't any negatives." (d)"Let me tell you what you might not like once you start work."

(d)"Let me tell you what you might not like once you start w

________ is the idea that jobs that are similar in terms of their importance to the organization should be compensated at the same level. (a)Affirmative action (b)Realistic pay (c)Merit pay (d)Comparable worth

(d)Comparable worth

________ structure tries to combine the best elements of the functional and divisional forms. (a)Virtual (b)Boundaryless (c)Team (d)Matrix

(d)Matrix

. In labor-management relations, the process of negotiating, administering, and interpreting a labor contract is known as ________. (a)arbitration (b)mediation (c)reconciliation (d)collective bargaining

(d)collective bargaining

Whereas bonus plans pay employees for special accomplishments, gain-sharing plans reward them for ________. (a)helping to increase social responsibility (b)regular attendance (c)positive work attitudes (d)contributing to cost reductions

(d)contributing to cost reductions

The law of ________ states that behavior followed by a positive consequence is likely to be repeated, whereas behavior followed by an undesirable consequence is not likely to be repeated. (a)reinforcement (b)contingency (c)goal setting (d)effect

(d)effect

In the ________ theory of motivation, someone who perceives herself under-rewarded relative to a co-worker might be expected to reduce his or her performance in the future. (a)ERG (b)acquired needs (c)two-factor (d)equity

(d)equity

In Herzberg's two-factor theory, base pay is considered a(n) ________ factor. (a)valence (b)satisfier (c)equity (d)hygiene

(d)hygiene

A leader whose actions indicate an attitude of "do as you want, and don't bother me" would be described as having a(n) ________ leadership style. (a)autocratic (b)country club (c)democratic (d)laissez-faire

(d)laissez-faire

If an employment test yields different results over time when taken by the same person, it lacks ________; if it bears no relation to actual job performance, it lacks ________. (a)equity, reliability (b)specificity, equity (c)realism, idealism (d)reliability, validity

(d)reliability, validity

A worker with a high need for ________ power in McClelland's theory tries to use power for the good of the organization. (a)position (b)expert (c)personal (d)social

(d)social

Someone with a clear sense of the future and the actions needed to get there is considered a ________ leader. (a)task-oriented (b)people-oriented (c)transactional (d)visionary

(d)visionary

o Negative reinforcement

- encourages behavior by removing a negative consequence

• Gender similarities hypothesis

- holds that males and females have similar psychological properties

Process theories

- how people make choices to work hard or not

Over-reward inequity

- individual sees rewards as more than fair Not motivating

Referent Power

- influence because others admire and want identify positively with you

Behaviorally anchored rating scales (BARS)

A behavior-based performance appraisal that describes actual behaviors that exemplify various levels of performance in a job More reliable and valid than graphic rating scales

Hersey-Blanchard Situational Leadership Model

A manager should consider employee readiness based on participating, selling, delegating

Explain by example the concept of a network organization structure.

A network structure often involves one organization "contracting out" aspects of its operations to other organizations that specialize in them. The example used in the text was of a company that contracted out its mailroom services. Through the formation of networks of contracts, the organization is reduced to a core of essential employees whose expertise is concentrated in the primary business areas. The contracts are monitored and maintained in the network to allow the overall operations of the organization to continue, even though they are not directly accomplished by full-time employees.

Graphic rating scales

A trait-based performance appraisal that includes checklists of traits or characteristics to evaluate performance ADV: Relatively quick and easy to use DISADV: Questionable reliability and validity

Which type of organization operates with a minimum of bureaucratic features and encourages worker empowerment and teamwork? Mechanistic organizations Virtual organizations Adaptive organizations Bureaucratic organizations Coercive organizations

Adaptive organizations

According to Equity Theory, people will try to deal with perceived inequity by all of the following EXCEPT: Entry field with correct answer changing their rewards. changing their work inputs. changing their comparison points. changing the situation. All of these are correct.

All of these are correct

Which of the following is not a possible type of divisional structure? Groups based on working with similar customers Groups based on working in the same area All of these are types of divisional structures Groups based on working on the same product Groups based on working on the same processes

All of these are types of divisional structures

Flexible benefits

Allow employees to choose from a set of benefits

Sy Smith is not doing well in his job. The problems began to appear shortly after Sy's job was changed from a manual to computer-based operation. He has tried hard but is just not doing well in learning to use the computer; as a result, he is having difficulty meeting performance expectations. As a 55-year-old employee with over 30 years with the company, Sy is both popular and influential among his work peers. Along with his performance problems, you have also noticed that Sy seems to be developing a more negative attitude toward his job. As Sy's manager, what options would you consider in terms of dealing with the issue of his retention in the job and in the company? What would you do, and why?

As Sy's supervisor, you face a difficult but perhaps expected human resource management problem. Not only is Sy influential as an informal leader, he also has considerable experience on the job and with the company. Even though he is experiencing performance problems using the new computer system, there is no indication that he doesn't want to work hard and continue to perform for the company. Although retirement is an option, Sy may also be transferred, promoted, or simply terminated. The latter response seems unjustified and may cause legal problems. Transferring Sy, with his agreement, to another position could be a positive move; promoting Sy to a supervisory position in which his experience and networks would be useful is another possibility. The key in this situation seems to be moving Sy out so that a computer literate person can take over the job, while continuing to utilize Sy in a job that better fits his talents. Transfer and/or promotion should be actively considered, both in his and in the company's interest.

3 steps in delegation:

Assign responsibility,Grant authority, o Create accountability

What type of leadership exhibits a high level of self-awareness and understanding of his or her personal values, is perceived as genuine, gains the respect of followers, and develops a capacity to serve as positive role models? Moral leadership Transactional leadership Authentic leadership Drucker's "old fashioned" leadership Servant leadership

Authentic Leadership

____ plans provide one-time payments based on performance accomplishments. Entry field with correct answer Gain sharing Bonus pay Compensation Base pay Benefits

Bonus pay

Maintaining a quality workforce

Career development, work-life balance, compensation and benefits, retention and turnover, and labor-management relations

The line of authority that vertically links each position with successively higher levels of management is called: the chain of command. the division of labor. organizational design. organizational culture. the span of control.

Chain of Command

Equal Employment Opportunity Commission (EEOC)

Created by the CRA of 1964 to investigate and litigate complaints concerning discrimination

Progression principle

a need at one level doesn't become activated until the need at the level below it is satisfied

How does Peter Drucker's view of "good old-fashioned leadership" differ from the popular concept of transformational leadership?

Drucker says that good leaders have more than the "charisma" or "personality" being popularized in the concept of transformational leadership. He reminds us that good leaders work hard to accomplish some basic things in their everyday activities. These include: (1) establishing a clear sense of mission; (2) accepting leadership as a responsibility, not a rank; and (3) earning and keeping the respect of others.

Developing a quality workforce

Employee orientation, training and development, and performance management

Stock options

Employees have the right to purchase company stock at a fixed price in the future as a performance incentive

Employee stock ownership plans

Employees purchase company stock directly through employer, sometimes at a discount

What do we call the process through which managers enable and help others gain power and achieve influence within the organization? Entry field with correct answer Power Vision Empowerment Coercion Emotional intelligence

Empowerment

Which basis of power is described as "the capacity to influence other people because of specialized knowledge?" Entry field with correct answer Coercive power Expert power Legitimate power Referent power Reward power

Expert power

Organizations which are decentralized, with fewer rules and procedures, open divisions of labor, wide spans of control, and more personal coordination are called mechanistic designs. False True

False

Gain-sharing plans

Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity

Employee assistance programs

Help employees deal with troublesome personal problems

Family-friendly benefits

Help in balancing work and nonwork responsibilities

Attracting a quality workforce

Human resource planning, recruitment, and selection

When Marcel Henry took over as leader of a new product development team, he was both excited and apprehensive. "I wonder," he said to himself on the first day in his new assignment, "if I can meet the challenges of leadership." Later that day, Marcel shared this concern with you during a coffee break. Based on the insights offered in this chapter, how would you describe the implications of current thinking on transformational leadership and moral leadership for his personal leadership development?

In his new position, Marcel must understand that the transactional aspects of leadership are not sufficient to guarantee him long-term leadership effectiveness. He must move beyond the effective use of task-oriented and people-oriented behaviors and demonstrate through his personal qualities the capacity to inspire others. A charismatic leader develops a unique relationship with followers, in which they become enthusiastic, highly loyal, and high achievers. Marcel needs to work very hard to develop positive relationships with the team members. In those relationships he must emphasize high aspirations for performance accomplishments, enthusiasm, ethical behavior, integrity and honesty in all dealings, and a clear vision of the future. By working hard with this agenda and by allowing his personality to positively express itself in the team setting, Marcel should make continuous progress as an effective and a moral leader.

When a leader is honest, credible, and consistent in putting values into action, he/she is described as having which of the following? Amoral leader Emotional intelligence Reward power Integrity Immoral leader

Integrity

The pattern of behaviors described for female leaders has been called _____leadership. Entry field with correct answer moral task relationship authentic interactive

Interactive

What are the different advantages of internal and external recruitment?

Internal recruitment deals with job candidates who already know the organization well. It also is a strong motivator because it communicates to everyone the opportunity to advance in the organization through hard work. External recruitment may allow the organization to obtain expertise not available internally. It also brings in employees with new and fresh view points who are not biased by previous experience in the organization.

How can a manager combine the powers of goal setting and positive reinforcement to create a highly motivational work environment for workers with high needs for achievement?

It has already been pointed out in the answer to question 16 that a person with a high need for achievement likes moderately challenging goals and performance feedback. Participation of both managers and subordinates in goal setting offers an opportunity to choose goals to which the subordinate will respond, and which also will serve the organization. Further, through goal setting managers and individual subordinates can identify performance standards or targets. The manager can positively reinforce progress toward these targets. Such reinforcement can serve as an indicator of progress to someone with a high need for achievement, satisfying their desire for performance feedback.

Which basis of power is described as "the capacity to influence people by virtue of formal authority, or the rights of office?" Entry field with correct answer Reward power Legitimate power Coercive power Expert power Referent power

Legitimate power

Where is the common ground in Maslow's, Alderfer's, and McClelland's views of human needs?

Maslow, McClelland, and Herzberg would likely find common agreement regarding a set of "higher order" needs. For Maslow these are self-actualization and ego; they correspond with Alderfer's growth needs, and with McClelland's needs for achievement and power. Maslow's social needs link up with relatedness needs in Alderfer's theory and the need for affiliation in McClelland's theory. Maslow's safety needs correspond to Alderfer's existence needs. Herzberg's "satisfier-factors" correspond to satisfactions of Maslow's higher needs, Alderfer's growth needs, and McClelland's need for achievement.

The two-boss system is susceptible to power struggles and can be frustrating if it creates task confusion and conflicting work priorities. This two-boss system is a characteristic of which type of organization structure?

Matrix

Which of the following types of structure combines the functional and divisional structures? Network structure Matrix structure Customer structure Virtual organization Process structure

Matrix structure

How does mentoring work as a form of on-the-job training?

Mentoring is when a senior and experienced individual adopts a newcomer or more junior person with the goal of helping him or her develop into a successful worker. The mentor may or may not be the individual's immediate supervisor. The mentor meets with the individual and discusses problems, shares advice, and generally supports the individual's attempts to grow and perform. Mentors also are considered to be very useful for persons newly appointed to management positions.

Which type of structure uses IT to link with networks of outside suppliers and service contractors? Matrix structure Functional structure Process structure Network structure Team structure

Network structure

360° feedback

Occurs when superiors, subordinates, peers, and even customers are involved in the appraisal of an employees performance

Bonus pay plans

One-time payments based on the accomplishment of specific performance targets or some extraordinary contribution

Which of the following is used to describe a diagram that shows reporting relationships and the formal arrangement of work positions within an organization?

Organization chart

Why is orientation an important part of the human resource management process?

Orientation activities introduce a new employee to the organization and the work environment. This is a time when individuals may develop key attitudes and when performance expectations also will also be established. Good orientation communicates positive attitudes and expectations and reinforces the desired organizational culture. It formally introduces the individual to important policies and procedures that everyone is expected to follow.

Why is participation important to goal-setting theory?

Participation is important to goal-setting theory because, in general, people tend to be more committed to the accomplishment of goals they have helped set. When people participate in the setting of goals, they also understand them better. Participation in goal setting improves goal acceptance and understanding.

Equity theory

People behave according to their perception of inputs & outcomes relative to each other

What preferences does a person with a high need for achievement bring to the workplace?

People high in need for achievement will prefer work settings and jobs in which they have (1) challenging but achievable goals, (2) individual responsibility, and (3) performance feedback.

__ is the extent to which an individual's knowledge, skills, experiences, and personal characteristics are consistent with the requirements of their work. Strategic human resource management Person-job fit Person-organization fit Bone fide occupational qualifications Affirmative action

Person-job fit

_____ is the extent to which an individual's values, interests, and behavior are consistent with the culture of an organization Person-organization fit Strategic human resource management Affirmative action Person-job fit Bone fide occupational qualifications

Person-organization fit

• Managerial Power

Position Power + Personal Power

Why does a person need both position power and personal power to achieve long-term managerial effectiveness?

Position power is based on reward; coercion, or punishment; and legitimacy, or formal authority. Managers, however, need to have more power than that made available to them by the position alone. Thus, they have to develop personal power through expertise and reference. This personal power is essential in helping managers to get things done beyond the scope of their position power alone.

_____ strengthens behavior by making a desirable consequence contingent on its occurrence. Entry field with correct answer Negative reinforcement Shaping Positive reinforcement Extinction Punishment

Positive reinforcemen

People try to restore equity when they feel they have been treated unfairly compared to others. They do this by changing:

Rewards Inputs or outcomes of others Situation Who they compare themselves to Input

Which of the following is NOT one of the prohibitions in Title VII of the Civil Rights Act of 1964 (as amended)? Entry field with correct answer Sexual orientation National origin Race Color Religion

Sexual orientation

Profit-sharing plans

Some or all employees receive a proportion of net profits earned by the organization

_____mobilizes human capital to implement organizational strategies. Human resource management Strategic human resource management Bona fide occupational qualifications Affirmative action Comparable worth

Strategic human resource management

_____ are factors in the work setting that direct work efforts without the involvement of a leader. Contingency models Behavior factors Leadership behaviors Substitutes for leadership Path-goal theories

Substitutes for leadership

According to path-goal theorists, which leadership style is a manager moving towards when treating group members as equals and being friendly and approachable? Entry field with correct answer Supportive leadership Achievement-oriented leadership Directive leadership Participative leadership All of these are correct.

Supportive leadership

Leniency error and Severity error

Tendency for supervisors to rate employees more favorably (or less favorably) than they deserve

Halo error

Tendency to allow performance on one dimension or a global impression to influence ratings on other dimensions

Why might an employer not want to offer employees the option of a compressed workweek schedule?

The compressed workweek or 4-40 schedule offers employees the advantage of a three-day weekend. However, it can cause problems for employers in terms of ensuring that operations are covered adequately during the normal five workdays of the week. Labor unions may resist, and the compressed workweek will entail more complicated work scheduling. In addition, some employees find that the schedule is tiring and can cause family adjustment problems.

What symptoms might indicate that a functional structure is causing problems for the organization?

The functional structure is prone to problems of internal coordination. One symptom may be that the different functional areas, such as marketing and manufacturing, are not working well together. This structure also is slow to respond to changing environmental trends and challenges. If the firm finds that its competitors are getting to market faster with new and better products, this is another potential indicator that the functional structure is not supporting operations properly.

Why is a BARS potentially superior to a graphic rating scale for use in performance appraisals?

The graphic rating scale simply asks a supervisor to rate an employee on an established set of criteria, such as quantity of work or attitude toward work. This leaves a lot of room for subjectivity and debate. The behaviorally anchored rating scale asks the supervisor to rate the employee on specific behaviors that have been identified as positively or negatively affecting performance in a given job. This is a more specific appraisal approach and leaves less room for debate and disagreement.

What is the major insight of the Vroom-Jago leader-participation model?

The leader-participation model suggests that leadership effectiveness is determined in part by how well managers or leaders handle the many different problem or decision situations that they face every day. Decisions can be made through individual or authority, consultative, or group-consensus approaches. No one of these decision methods is always the best; each is a good fit for certain types of situations. A good manager or leader is able to use each of these approaches and knows when each is the best approach to use in particular situations.

Equal Opportunity

The right to employment without regard to race, color, national origin, religion, gender, age, or disability status

Explain the practical significance of this statement: "Organizational design should be done in contingency fashion."

The term "contingency" is used in management to indicate that management strategies and practices should be tailored to fit the unique needs of specific situations. There is no universal solution that fits all problems and circumstances. Thus, in organizational design, contingency thinking must be used to identify and implement particular organizational points in time. What works well at one point in time may not work well at another, as the environment and other conditions change. For example, the more complex, variable, and uncertain the elements in the environment, the more difficult it is for the organization to operate. This situation calls for a more organic design. In a stable and more certain environment, the mechanistic design is appropriate, because operations are more routine and predictable.

What are the three variables that Fiedler's contingency model uses to diagnose the favorability of leadership situations, and what does each mean?

The three variables used in Fiedler's model to diagnose situational favorableness are: (1) position power—how much power the leader has in terms of rewards, punishments, and legitimacy; (2) leader-member relations—the quality of relationships between the leader and followers; and (3) task structure—the degree to which the task is either clear and well defined, or openended and more ambiguous.

What do we call boundaryless organizations that use IT and the Internet to engage a shifting network of strategic alliances? Matrix structure Virtual organizations Organizational cultures IT departments Boundaryless organization

Virtual organizations

Validity

a clear connection between results and job performance (ACCURATE)

• Vision

a clear sense of the future

Labor contracts

a formal agreement between a labor union and an employer about the terms of work for union members

Work process

a group of tasks that creates a valuable work product

Instead of "selling" only positive features of a job, managers may choose to provide job candidates with all the pertinent information about a job and organization. This alternative is to provide candidates with a(n) _____. realistic job preview SWOT analysis view of the company culture behavioral interview unstructured testing

a realistic job interview

Deficit principle

a satisfied need does not motivate behavior

Reliability

a selection device that gives CONSISTENT results

• Power

ability to get people to do what you want and make things the way you want

• Emotional intelligence

ability to manage emotions in social relationships

According to Hersey and Blanchard's situational leadership model, employee readiness is determined by __________. Entry field with correct answer motivation, desire, and control of the leader. intelligence, ability, and motivation of the followers. ability, willingness, and confidence of the followers in performing required tasks. position power, task structure, and leader-member relations. task, relationship, and decision-making ability of the followers.

ability, willingness, and confidence of the followers in performing required tasks

moderate risks in competitive situations, and be willing to work alone is known as need for _____. Entry field with correct answer achievement recognition gratitude power affiliation

achievement

Recruitment

activities designed to attract a qualified pool of job applicants Internal recruiting hires from inside the org., external from outside

Recruiting

activities designed to attract a qualified pool of job applicants to an organization Advertising position Preliminary Contact Screening to create pool

Training

activities that provide the opportunity to acquire and improve job-related skills

The three steps in the typical recruitment process are:

advertising job vacancies, making preliminary contacts, and initial screening.

An effort to give preference in employment to women and minority group members is called: affirmative action. legal protection. equal employment opportunity. gender and minority group support. discrimination.

affirmative action

Faisal Sham supervises a group of seven project engineers. His unit is experiencing a heavy workload, as the demand for different versions of one of his firm's computer components is growing. Faisal finds that he doesn't have time to follow up on all design details for each version of the product. Until now he has tried to do this all by himself. Two of the engineers have shown an interest in helping him coordinate work on the various designs. As a consultant, how would you advise Faisal in terms of delegating work to them?

aisal must first have confidence in the two engineers—he must trust them and respect their capabilities. Second, he must have confidence in himself, trusting his own judgment to give up some work and allow the others to do it. Third, he should follow the rules of effective delegation. These include being very clear on what must be accomplished by each engineer. Their responsibilities should be clearly understood. He must also give them the authority and resources to act in order to fulfill their responsibility, especially in relationship to the other engineers. He must also not forget his own final accountability for the results. He should remain in control and, through communication, make sure that work proceeds as planned.

Gain-sharing

allow employees to share in cost savings or productivity gains realized by their efforts

Grant authority

allow others to make decisions

Flexible benefits

allows employees to choose from a range of benefit options

Human resource planning

analyzes staffing needs and identifies actions to fill those needs

Work sampling

applicants are evaluated while performing actual work tasks

Transformational Leadership

arouses extraordinary effort and performance

Organizing

arranges people and resources to accomplish a goal

Development

assists in training and continued personal development of people

Until the legal status of employee surveillance through the use of information technology is clarified, the best advice for everyone is __________. Entry field with correct answer assume you have no privacy at work. assume your employer will protect your privacy. assume it is illegal for an employer to monitor your work assume your employer will let you know whenever you are being monitored. assume you have no rights

assume you have no privacy at work.

The characteristics of __________ help them to clearly frame moral dilemmas, transparently respond to them, and serve as ethical role models. Entry field with correct answer good old-fashioned leaders transactional leaders transformational leaders charismatic leaders authentic leaders

authentic leaders

Merit pay

awarding pay increases in proportion to performance contributions

Socialization of newcomers occurs during the ________ step of the staffing process. (a)recruiting (b)orientation (c)selecting (d)training

b)orientation

o Position Power

based on manager's official status in hierarchy

• Law of effect

behavior followed by positive consequences will be repeated while behavior followed by negative consequences will not

Correct answer. Your answer is correct. The law of effect states that _____. Entry field with correct answer behavior that results in pleasant outcomes is likely to be repeated; behavior that results in unpleasant outcomes is not likely to be repeated. the effects of an environmental response can be determined by monitoring behaviors. every reward has some effect. every behavior is the effect of some environmental motivator. people can be motivated to perform both pleasant and unpleasant tasks

behavior that results in pleasant outcomes is likely to be repeated; behavior that results in unpleasant outcomes is not likely to be repeated.

• Social capital

being able to get things done because of who you know

o Instrumentality

belief that successful performance will come with rewards

o Expectancy

belief that working hard will result in the desired level of performance

• Visionary leadership

brings to the situation a clear sense of the future and how to get there

Vision, charisma, integrity, and symbolism are all on the list of attributes typically associated with ________ leaders. (a)contingency (b)informal (c)transformational (d)transactiona

c)transformational

Legitimate Power

capacity to influence through virtue or moral authority

Reward Power

capacity to offer something valuable

Coercive Power

capacity to punish

Mechanistic design

centralized, lots of rules, clear labor division, narrow spans of control, and formal coordination Work in stable environment

Protected class

class-individuals who share something in common (e.g., race, religion, sex) who are protected by laws that prevent discriminatory employment actions against them as a result of this shared characteristic

When a manager says, "If you don't do what I want, I'll punish you," they are utilizing _____ power. Entry field with correct answer expert leadership coercive reward legitimate

coercive

Biodata methods

collect certain biographical information proven to correlate with good job performance

The foundation of any labor and management relationship is _____, which is the process of negotiating, administering, and interpreting labor contracts. base compensation collective bargaining gain sharing ESOP planning an early retirement incentive program

collective bargaining

Matrix Structure

combines functional and divisional structures to gain advantages and minimize disadvantages of each o Pros: Better communication and coordination Improved decision thanks to info from team level Increased operation flexibility Better customer service Better performance accountability Improved strategic management o Cons: Higher costs for more leaders Two-supervisor structure can create power struggles Team meetings are time consuming Groups become too loyal to themselves rather than the whole org.

Cross-functional teams

composed of members from different functional departments

Centralization

concentration of decision making at top level of organization

One way to succeed with a shaping strategy is to give reinforcement on a(n) _____ basis until the desired behavior is achieved; then a(n) _____ schedule can be used to maintain the behavior at the new level. Entry field with correct answer lower order, higher order higher order, lower order continuous, intermittent satisfier, hygiene intermittent, continuous

continuous, intermitten

• Operant conditioning

controlling behavior by manipulating the consequences

Employment-at-will

doctrine meaning that employees can be terminated at any time for any reason

The first step in strategic human resource management is to ________. (a)forecast human resource needs (b)forecast labor supplies (c)assess the existing workforce (d)review organizational mission, objectives, and strategies

d)review organizational mission, objectives, and strategies

Organic design

decentralized, less rules, open labor division, wide spans of control, and more personal coordination Work in rapidly changing/uncertain environment

In Maslow's hierarchy of needs theory, the _____ principle holds that a satisfied need is not a motivator of behavior. Entry field with incorrect answer expectancy process progression deficit hygiene

deficit

Functional chimneys

departments don't communicate with each other and fail to see the big picture

Need for power

desire to control, influence, or be responsible for other people

o Need for achievement

desire to do something better, solve problems, and master complex tasks

o Need for affiliation-

desire to establish and maintain good relations with people

Relatedness needs

desires for good interpersonal relationships

Growth needs

desires for personal growth and development

Existence needs

desires for psychical wellbeing

Charismatic Leaders

develop special leader-follower relationship and inspire followers in extraordinary ways Skilled in the art of visionary leadership

Integration

differentiated units need to be linked together so their work is coordinated into an overall product to achieve the organization's mission

o Extinction

discourages behavior by removing a positive consequence

Decentralization

dispersion of decision making throughout all organization levels

Profit-sharing

distribute employees a proportion of net profits earned by the organization

Wrongful discharge

doctrine giving workers legal protections against discriminatory firings

Human capital

economic value of people with job-relevant knowledge, abilities, ideas, energies, and commitments

Boundaryless organization

eliminates internal boundaries among subsystems and external boundaries with the external environment o Combines team and network structures o Knowledge is shared o Key requirements: No hierarchy Technology utilization Acceptance of impermanence Empowerment of team members

Bureaucracy

emphasizes formal authority, order, fairness, and efficiency

Social recruiting

employers browse social media sites looking for prospective job candidates

• Job simplification

employs people in clearly defined and specialized tasks with narrow job scope o Pros: Workers easy to train, supervise, and replace Workers get good at repetition o Cons: Unhappy workers increase costs Productivity suffers Poor performance from boredom

Positive reinforcement

encourages behavior by providing a positive consequence

Strategic needs

environment, strategy, goals

Assessment center

examines how job candidates handle simulated work situations

There's a link between Bandura's self-efficacy ideas and elements of Vroom's _____theory and Locke's _____ theory. positive reinforcement, punishment punishment, positive reinforcement job simplification, job enrichment goal-setting, expectancy expectancy, goal-setting

expectancy, goal-setting

Selling

explain decisions Followers are unable, willing, confident High task and relationship

Assign responsibility

explain task and expectations

Virtual organization

extreme form of boundaryless org. that uses mobile IT to engage a shifting network of strategic alliances

Onboarding/Orientation

familiarizes new hires with the organization's mission and culture, jobs, co-workers, and performance expectations

Structures with wider spans of control and fewer levels of management are called _____; those with narrow spans of control and many levels of management are known as _____. tall, short large, small tall, flat flat, tall short, tall

flat, tall

An increasingly common benefits approach, in which the employee chooses a set of benefits within a certain dollar amount, is known as: Entry field with correct answer flexible benefits. base compensation. selection. employee assistance. work-life balance.

flexible benefits

Democratic

focus on building support for a shared purpose High concern for people and tasks

Autocratic

focus on efficiency of tasks and operations High concern for tasks, low for people

Human Relations-

focus on people's needs and building relationships High concern for people, low for tasks

The _____ holds that males and females have similar psychological properties. glass ceiling gender similarities hypothesis integrity task theory interactive theory

gender similarities hypothesis

Telling

give instructions Followers are unable, unwilling, insecure High task, low relationship

Stock options

give the right to purchase shares at a fixed price in the future

Flexible working hours

gives employees some choice in daily work hours

Divisional Structure

group people who work on same product/process, serve similar customers, and/or are in the same geographic region o Pros: More flexible More coordination across departments Clear points of responsibility Expertise focused on specific customers, products, and regions Greater ease of changing size by adding/deleting divisions o Cons: Can create division rivalries Can reduce economies of scale Can increase costs through resource duplication

Process structure

groups jobs that are part of the same process

Authentic Leader-

has high self-awareness and self-regulation; perceived by followers as genuine

Family-friendly benefits

help employees achieve a better work-life balance

Employee assistance programs

help employees cope with personal stresses and problems

Employee stock ownership plans

help employees purchase stock in their companies

According to leader behavior research, a manager who acts warm and supportive toward followers, maintains good social relations with them, respects their feelings, is sensitive to their needs, and shows trust in them has __________. low in concern for task. high in concern for people. low in concern for people. high in concern for task, low in concern for people. high in concern for task.

high in concern for people.

The economic value of people with job-relevant knowledge, abilities, experience, ideas, energies, and commitments is known as _____. Entry field with correct answer job resources human capital intellectual capital natural resources economic labor value

human capital

A company's _________________ is the only true source of a -------------------

human capital, sustainable advantage

Social network analysis

identifies informal structures and social relationships in an organization

360-degree feedback

include superiors, subordinates, peers, and even customers in the appraisal process

o Job enrichment-

increase job depth by adding work planning and evaluating duties normally performed by the supervisor

o Job enlargement

increase task variety by combining two or more tasks previously done by multiple workers into one job

o Job rotation

increase task variety by periodically shifting workers between different jobs

Under-reward inequity

individual sees rewards as less than fair Motivating

Expert Power

influence because of knowledge and skills

Behind every formal structure typically lies a(n) _____, which is the set of unofficial relationships among an organization's members.

informal structure

• Leadership

inspiring others to work hard to accomplish important tasks

A person's belief that various outcomes will occur as a result of task performance is called: Entry field with correct answer expectancy. reinforcement. instrumentality. valence. equity theory.

instrumentality

Human Resource Management

is a process of attracting, developing, and maintaining a talented work force Focus: Person-environment fit & P

Human capital

is the economic value of people with job-relevant knowledge, abilities, ideas, energies, and commitments

Satisfier factors

job content like challenging work and advancement opportunities; sources of job satisfaction

Hygiene factors

job context like working conditions and policies; sources of job dissatisfaction

Part of the foundation for human resource planning is the development of _____ which detail the duties and responsibilities of a job holder. job objectives a job analysis job descriptions job specifications job criteria

job descriptions

When Frederick Herzberg says, "If you want people to do a good job, give them a good job to do," he is arguing in support of: job enlargement. job rotation. job enrichment. horizontal loading. job replacement.

job enrichment

• Followership

joining with a leader to accomplish goals

Socialization

learning and adapting to the organizational culture

Potential advantages of matrix structures include all of the following except: better cooperation across functions less performance accountability through the program, product or project managers improved strategic management, since top managers are freed from unnecessary problem solving to focus time on strategic issues. improved decision making as problem solving takes place at the team level, where the best information is available. increased flexibility in adding, removing, and/or changing operations to meet changing demands

less performance accountability through the program, product or project managers

Evaluation

lets people know where they stand relative to objectives and standards

Evaluation (Decision-making)

lets people know where they stand relative to objectives and standards

Least-preferred co-worker (LPC) scale

measures leadership styles with task motivation on the low end and relationship motivation on the high end.

A form of coaching in which early-career employees are formally assigned as proteges to senior persons is known as _____. training mentoring management development coaching job rotation

mentoring

The major advantages of a functional structure include all of the following EXCEPT: task assignments consistent with expertise and training. high-quality technical problem solving. minimized need of communication. clear career paths within functions. economies of scale with efficient use of resources.

minimized need of communication.

o Laissez-Faire

minimum effort to get work done Low concern for people and tasks

The forces within the individual that account for the level, direction, and persistence of effort expended at work are called _____. Entry field with correct answer desires motivations principles needs wants

motivations

Employee benefits

nonmonetary forms of compensation such as health insurance and retirement plans

House's Path-Goal Leadership Theory

o Adapts leadership style to different situations o Directive- give expectations, schedules, and directions Works with unclear job assignments o Supportive- showing concern and doing things to make the work more pleasant Works when team lacks confidence o Achievement-oriented- setting the bar and expectations high Works when task challenge is insufficient o Participative- involving team in decision making and using their suggestions Works when performance incentives are poor

• Drucker

o Clear vision o Accept leadership as responsibility, not rank o Surround yourself with talented people o Don't blame others o Be consistent not clever o Keep integrity to earn trust

Contemporary organizing trends

o Fewer levels of management o More delegation and empowerment o Decentralization with centralization Delegation and empowerment lead to more decentralization while advances in information technology help top managers centralized control o Reduced use of staff Lowers costs and increases efficiency

• Herzberg's 2 Factor Theory

o Hygiene factors- job context like working conditions and policies; sources of job dissatisfaction o Satisfier factors- job content like challenging work and advancement opportunities; sources of job satisfaction

Fielder

o Least-preferred co-worker (LPC) scale- measures leadership styles with task motivation on the low end and relationship motivation on the high end. o Task motivation works better in high and low control situations o Relationship motivation works better in moderate control situations o Determine how favorable a situation is based on: Leader-member relations Task structure Position power

• Acquired Needs Theory

o People acquire needs through life experiences o Need for achievement- desire to do something better, solve problems, and master complex tasks o Need for power- desire to control, influence, or be responsible for other people o Need for affiliation- desire to establish and maintain good relations with people

5 Points of Job Characteristics Model

o Skill variety o Task identity (job produces a "whole" and identifiable piece of work) o Task significance o Autonomy o Feedback

Factors affecting Organization Structure:

o Strategic needs and Operational needs

• Leader behaviors

o Task-concerned o People-concerned

Early retirement incentive programs

offers workers incentives to retire early

Bonus pay

one-time payments based on performance accomplishments

The control of behavior by manipulating its consequences is called: goal-setting theory. operant conditioning. job rotation. job simplification. law of effect.

operant conditioning

Adaptive organizations

operates with minimum bureaucratic features and encourages worker empowerment and teamwork

Differentiation

organization is made of different units working on different tasks in different ways

The process of choosing and implementing structures that best arrange resources to accomplish the organization's mission and objectives is called: using a bureaucracy. mechanistic design. organization culture. boundaryism. organizational design.

organizational design

Recency Bias

overemphasizes most recent behaviors in evaluation Can be reduced by the critical-incident technique- keeps a log of employee's effective and ineffective job behaviors

moral overconfidence

overly positive view of one's strength of character

According to the Hersey-Blanchard Situational Leadership Model, leaders who emphasize shared ideas and where followers are able, unwilling, and insecure are exhibiting the _____ leadership style. Entry field with correct answer selling telling delegating autocratic participating

participating

• Expectancy theory-

people behave based on the perceived likelihood that effort will lead to a certain outcome and on how highly they value that outcome

Equity sensitivity

people have different preferences for equity and react differently to perceptions of inequity

Create accountability

require others to report back on results

Functional Structure

people with similar skills and tasks are grouped into formal work units Pros: Economies of scale Clear career paths High-quality technical problem solving In-depth training and skill development Task assignments consistent with expertise

McClelland distinguished between two forms of power. One form, the need for _____ power, is exploitative and involves manipulation for the pure sake of personal gratification, and is not successful in management. Entry field with correct answer affiliation equity growth personal social

persona

Lower-order needs

physiological, safety, and social needs

• Shaping

positive reinforcement of successive approximations of desired behavior (rewarding when they're getting closer and closer to desired behavior)

• Job design

process of arranging work tasks for individuals and groups o Should result in performance and satisfaction

Human resource management

process of attracting, developing, and maintaining a talented workforce

Organizational design

process of creating structures that accomplish objectives No one design should be applied to all circumstances

Delegation

process of entrusting work to others

o Performance Appraisal/Review/Assessment/Evaluation-

process of formally evaluating performance and providing feedback

Motivation

process that accounts for someone's intensity, direction, and persistence at work

The equity, goal-setting, and self-efficacy theories fall within the _____category of motivation theories. Entry field with correct answer hierarchy of needs reinforcement scientific management process theories acquired needs

process theories

A(n) _____ convenes for a particular task and disbands once a project is completed. Entry field with correct answer functional team boundaryless team process team project team cross-functional team

project team

• Goal-setting theory

properly set and well managed goals can be very motivating

Staff positions

provide technical expertise for other parts of the organization

Performance coaching

provides frequent and developmental feedback for how a worker can improve job performance

A set of activities designed to attract a qualified pool of job applicants is known as: recruitment. work sampling. selection. job placement. employment previews

recruitment.

Frustration

regression principle- an already satisfied need can become reactivated when a higher-level need is blocked

Law of immediate reinforcement

reward should be given as soon as possible after desired behavior occurs

Law of contingent reinforcement

reward should only be given when desired behavior occurs

• Continuous reinforcement

rewards behavior every time it occurs

Intermittent reinforcement

rewards behavior only periodically

Base compensation

salary or hourly wage

In Herzberg's Two-Factor Theory, the factors found in job content, such as a sense of achievement and personal growth are called: Entry field with correct answer physiological needs. satisfier factors. hygiene factors. self-actualization. safety needs.

satisfier factors.

Job enrichment differs from other job design alternatives in that it _____. Entry field with correct answer seeks to expand job depth, not just job scope expands the psychological contract is endorsed by the unions works for groups as well as for individuals is concerned with job content as well as job contex

seeks to expand job depth, not just job scope

Performance management

sets standards, assesses results, and plans for performance improvements

The creation of a new behavior by the positive reinforcement of successive approximations to the desired behavior is called _____. operant conditioning expectancy development shaping classical conditioning progression

shaping

Participating

share ideas Followers are able, unwilling, insecure Low task, high relationship

Operational needs

technology, work processes

In the Hersey-Blanchard Situational Leadership Model, the _____ style works best at the extreme of low readiness, where followers are unable and unwilling or insecure. leading selling participating delegating telling

telling

Leniency/Severity Error

tendency for employers to rate people higher/lower than they deserve Can be reduced by multiperson comparisons- compares one person's performance with that of others

Halo Error

tendency to allow performance in one area to influence rating of performance in other areas

Span of control

the number of subordinates who report directly to a supervisor

o Collective bargaining

the process of negotiating, administering, and interpreting a labor contract

Delegating

turn over decisions Followers are able, willing, confident Low task and relationship

Need

unfulfilled physiological or psychological desire

Graphic

uses a checklist of traits or characteristics to evaluate performance

Network Structures

uses information technologies to link with networks of outside suppliers and service contractors Makes things more cost-effective but also harder to manage

Behaviorally anchored

uses specific descriptions of behaviors to rate various levels of performance

o Valence

value someone assigns to rewards and other work-related outcomes

The Organizational Chart

visually describes reporting relationships and the formal arrangement of work positions in an organization including: o Division of work o Supervisory relationships o Communication channels o Major subunits o Levels of management

Illegal discrimination

when unfair actions are taken toward members of a protected class

Leadership double bind

women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics

• Telecommuting

work from home or outside the office at least part of the time